IHRM
IHRM
IHRM
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International HRM
It is a process of employing and
developing people in international
organization
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Interrelationships between
Approaches to the Field
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Three Approaches to IHRM
Cross-cultural management
Examine human behavior within organizations
from an international perspective
Comparative HRM and Industrial Relations
Seeks to describe, compare and analyze HRM
systems and IR in different countries
HRM in multinational firms
Explore how HRM is practiced in
multinationals
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The General Field of HR
Major Functions and Activities
Human resource planning
Staffing
Recruitment
Selection
Placement
Performance management
Training and development
Compensation (remuneration) and benefits
Industrial relations
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What does IHRM add into the
Traditional Framework of HRM?
Types of employees
Within and cross-cultural workforce diversity
Coordination
Communication
Human resource activities
Procurement
Allocation
Utilization of human resources
Nation/country categories where firms expand and
operate
Host country
Parent country
Third country
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IHRM
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Expatriate
An employee who is working and temporarily
residing in a foreign country
Some firms prefer to use the term “international
assignees”
Expatriates are PCNs from the parent country
operations, TCNs transferred to either HQ or
another subsidiary, and HCNs transferred into the
parent country
Global flow of HR
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International Assignments Create
Expatriates:
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Differences between Domestic HRM
and IHRM
More HR activities
The need for a broader perspective
More involvement in employees’ personal
lives
Changes in emphasis as the workforce mix of
expatriates and locals varies
Risk exposure
Broader external influences
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More HR Activities
International taxation
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Risk Exposure
Expatriate failure : the premature return of an
expatriate from international assignment
Political climate
Terrorism
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Variables that Moderate Differences
between Domestic HR and IHRM
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Factors that Influence the Global
Work Environment
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Forces for Change
Global competition
Growth in mergers, acquisitions and
alliances
Organization restructuring
Advances in technology and
telecommunication
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Impacts on Multinational
Management
Need for flexibility (think global and act local)
Local responsiveness
Knowledge sharing
Transfer of competence
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Managerial Responses
Developing a global “mindset”
More weighting on informal control
mechanisms
Fostering horizontal communication
Using cross-border and virtual teams
Using international assignments
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Conclusion
IHRM means working across national boundaries
to formulate and implement strategic, polices and
practices which can be applied to an international
workplace
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Conclusion
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